The situation

Helix was preparing to launch a marketplace built around partner-created products. With a new brand and an unfamiliar category, those products needed to give customers a compelling reason to try personal genomics.

Our flagship partner was stretched thin and proposed delivering a basic PDF report. Marketing and press plans were already underway, leaving little flexibility in the launch date.

The decisions I led

I brought the two product teams together to explore what a more useful customer experience could look like. That gave us a shared direction and helped the partner see the potential beyond the initial report.

The full concept wasn’t achievable before launch. I secured executive support on both sides for a stronger minimum viable product and coordinated shared resources to move development forward.

Throughout the process, I managed the relationship and the tradeoffs between product ambition, available capacity, and the launch commitment.

What changed

We delivered a product that became a highlight of the marketplace launch and established a foundation for continued collaboration.

The work also reflected my broader responsibility at Helix: connecting partnership strategy with the product development, internal coordination, and go-to-market execution needed to bring an offering to customers.